As a manager, you will frequently have to make out a case for what you think should be done.  You have to persuade people to believe in your views and accept your recommendations.  To do this, you must have a clear idea of what you want, and you have to show what you believe in it yourself.  Above all, the effectiveness of your presentation will depend upon the care with which you have prepared it.

PREPARATION

Thorough preparation is vital.  You must think through not only what should be done and why, but also how people will react.  Only then can you decide how to make your case: stressing the benefits without underestimating the costs, and anticipating objections.

You should think of the questions your audience is likely to raise, and answer them in advance, or at least your answers ready.  The most likely questions are:

What

–       is the proposal?

–       will be the benefit?

–       will it cost?

–       are the facts, figures, forecasts and assumptions upon which the proposal is based?

–       are the alternatives?

Why

–     should we change what we are doing now?

–     is this proposal or solution better than the alternatives?-

How

–     is the change to be made?

–     are there snags [hit] to be overcome?

–     have the alternatives been examined?

–     am I affected by the change?

Who

–     will be affected by the change and what will be their reaction?

–     is likely to have the strongest views for or against the change, and why?

–     will implement the proposal?-

When

–       should this be done?

To make your case you have to do three things:

1)      Show that it is based on a thorough analysis of the facts and that the alternatives were properly evaluated before the conclusion was reached.  If you have made assumptions, you must demonstrate that these are reasonable on the basis of relevant experience and justifiable projections, which allow for the unexpected.  Bear in mind Robert Heller’s words that ‘a proposal is only as strong as its weakest assumption’.

2)      Spell out the benefits – to the company and the individuals to whom the case is being made.  Wherever possible, express benefits in financial terms.  Abstract benefits, such as customer satisfaction or workers’ morale, are difficult to sell.  But don’t produce ‘funny numbers’ – financial justifications which will not stand up to examination.

3)      Reveal costs.  Don’t try to disguise them in any way.  And be realistic.  Your proposition will be destroyed if anyone can show that you have underestimated the costs.

Remember, boards want to know in precise terms what they will get for their money.  Most boards are cautious, being unwilling and often unable to take much risk.  For this reason, it is difficult to make a case for experiments or pilot schemes unless the board, committee or individual can see what the real benefits and the ultimate bill will be.

PRESENTATION

Your proposal will often be made in two stages: a written report followed by an oral presentation.  The quality of the latter will often tip the balance in your favour (or against you).  But it is appropriate to note at this stage some special points you should bear in mind when making a case orally in front of an audience:

1)      Your presentation should not just consist of a repetition of the facts in the written report.  It should be used to put across the main points of the argument, leaving out the detail.

2)      Do not assume that your audience has read the written report or understood it.  While you are talking, try to avoid referring to the report.  This may switch people’s attention from what you are saying.  Use visual aids, preferably a flip chart, to emphasize the main points.  But don’t overdo them – it is possible to be too slick.  The audience will be convinced by you, not by your elegant visual aids.

3)      Make sure your opening secures people’s attention.  They must be immediately interested in your presentation.  Begin by outlining your plan, its benefits and costs, and LET THE AUDIENCE KNOW how you are going to develop your case.

4)      Bring out the disadvantages and the ALTERNATIVE courses of action so that you are not suspected of concealing or missing something.

5)      Avoid being drawn into too much detail.  Be succinct and to the point.

6)      An emphatic summing up is imperative.  It should convey with complete clarity what you want the board, committee or individual to do.

The effectiveness of your presentation will be largely dependent on how well you have prepared – not only putting your facts, figures and arguments clearly down on paper but also deciding what you are going to say at the meeting and how you are going to say it.  The more important the case, the more carefully you should REHEARSE the presentation.

CHECKLIST

1. Do you know exactly what you want?
2. Do you really believe in your case?
3. Have you obtained and checked all the facts that support your case?

4. What are the strongest arguments for your case?

5. Why must the present situation be changed?

6. Who else will be affected?  Unions, other divisions or departments?

7. What are the arguments against your plan?

8. What ALTERNATIVES are there to your plan?

9. To whom are you presenting your plan?  Have you done any lobbying?

10. Have you discussed the finances with the experts?
11. Do you know who are your probably allies and who are likely to be your opponents?
12. Have you prepared handouts of any complicated figures?
13. Have you discussed the best time to present your case?
14. Your ideas were good when you first thought of them: are they still as good?